1. Performance appraisals should not be used in a merely punitive or retaliatory fashion. It is grossly unprofessional for a manager or supervisor to use the appraisal process to ‘get even’ with an employee who has displeased or upset them in some way.

2. Appraisals should not be used to discriminate against employees on the basis of race, religion, age, gender, disability, marital status, pregnancy, or sexual preference.

3. Performance appraisal results should be fair, accurate and supported by evidence and examples. For instance, if an employee has poor interpersonal skills and is harming morale and group performance, the supervisor might keep a log of incidents. Co-workers may be interviewed and their views and reactions recorded. The nature and effects of the employee’s behavior should be documented. Continue reading →

Performance Appraisal is a systematic way of reviewing and assessing the performance of an employee during a given period of time. It is a formal assessment of how well an employee is doing his or her job. A performance appraisal is based on an employee’s performance of assigned duties and responsibilities, not on the employee’s personality characteristics. The appraisal measures skills and accomplishments with reasonable accuracy and uniformity. It provides a way to help identify areas for performance enhancement and to help promote professional growth.

Employees’ performance should be evaluated regularly for many reasons. One reason is that Performance Appraisal may be necessary for validating selection devices or assessing the impact of training programs. A second reason is administrative to aid in making decisions about pay raises, promotions and training. Still the third reason is to provide feedback to employees to help them improve their present performance and plan future careers. Continue reading →